Six Perspectives Different industries and government agencies approach human factors from different perspectives. In fields like medicine and aviation, where mistakes can have major consequences, safety is a primary reason for incorporating human factors. In highly competitive industries like communications and computer technology, corporate leaders prize innovations that will yield an edge in the marketplace. Large manufacturers, such as automotive companies, want to know how to save steps and reduce production costs. The military wants to know how to effectively train large numbers of people to operate complex equipment. Scientists, engineers, and others who are working on effectively integrating human factors in their organizations must understand and respond to different interests. One way to better understand diverse industry needs is to study real examples from enterprises in which human factors experts have successfully integrated their work.

To highlight what works and what doesn't in various industries, the Committee on Human Factors asked executives from six fields—aviation, computer and communications technology, the automobile industry, electronics, insurance, and military research and development—to discuss their experiences in effectively articulating the value of human factors. Although some challenges are similar across industries (such as managers who prefer not to bother with human factors until a serious accident occurs), the speakers had unique perspectives that illustrated the diverse situations that human factors experts face.

There was of course the original Automotive Ergonomics book from 20 years ago. That volume, edited by Brian Peacock and Waldemar Karwowski (1993). Vehicle and Seat Design and Measurement Tools. Beth Eby, Michelle Lehto, Cathy Harden, Stacey Harden, Brian Eby, James.

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The following sections summarize the speakers' presentations. Changing the Culture of Safety: the Aviation Industry John Lauber Vice President for Safety and Compliance, Delta Air Lines John Lauber approached human factor first as a researcher for the Navy and the National Aeronautics and Space Administration, then as a member of the National Transportation Safety Board, and now as an airline executive. From these diverse vantage points he has learned how to change the culture of the aviation industry. Since a large proportion of airline accidents involve human performance issues, safety is a primary driving force for human factors in aviation.

But this does not mean that human factors advocates have automatic entry to the industry: they still must be able to demonstrate how investing in human factors research and development is a rational strategy for solving safety problems. This often requires changing certain aspects of the industry culture.

We had to convince the airline community—the operational community—that a group of NASA scientists and psychologists could tell a crusty old master of ocean crossings from Pan Am that we could actually make a contribution to the safe operation of aircraft. That was no mean task. John Lauber For example, human factors professionals at the National Transportation Safety Board realized several years ago that to integrate human factors into their work, they would require changing some conventional ideas about accidents and human performance.

In the past, the board's investigations focused on determining who or what was to blame for an accident or error. Under this culture of blame, regulators tried to prevent human error by setting rules that prohibited people from making bad decisions or required them to do the obvious.

These rules did little to stem accidents, however, because they ignored the reasons that people make errors. A more constructive approach focuses on recognizing and systematically addressing common problems that contribute to human error. Under this approach, which the board uses today, a main purpose of investigations is to identify systemic human performance problems that can be prevented by applying knowledge from human factors. To change the culture in this way, human factors professionals first targeted the board management, who had become cynical after years of.

Seeing repeated patterns of error. Eventually human factors advocates aimed their appeals at a wider audience, including the board's technical staff, members of Congress and their senior aides, senior executives in the Department of Transportation, and the White House and Cabinet. The experience of Delta Air Lines illustrates how a major air carrier can change its culture of safety. At Delta, human factors professionals faced the challenge of incorporating human factors principles into the day-to-day operations of a carrier with some 65,000 employees, 545 airplanes, and over 2,600 daily flights—and to do so with an eye toward both economics and safety.